Wednesday, September 25, 2013

Mindset matters

Q. You have worked across sectors. What are the biggest HR challenges that you have come across?
A. HR challenges are similar across sectors. It all depends on what phase of time you work in that particular sector. Typically, talent retention and development remain one of the biggest challenges.

Q. How different has been the experience of working with SPX?
A. SPX Corporation is an NYSE-listed Fortune 500 U.S. multinational company. The organisation has a much focused approach on employee life-cycle management. This has made the work very exciting.

Q. What is the biggest barrier in training new technologies to people?
A. The greatest barrier is the mindset of the team’s manager and the focus of the organisation.

Q. What is your dream accomplishment? How do you intend to achieve it?
A. It is to lead an organisation to new heights while its focus remains on the people. And I am on my way.

Q. One trait an HR leader must possess?
A. Every HR leader must have adaptability.

Q. Who is your role model?
A. There are many role models and it would be unfair to name one. Click here to read full interview...

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Thursday, August 01, 2013

Globalisation and IR an interview with Prof. Mirella Baglioni (university of Parma, Italy)

Please tell us the significance of industrial sociology in a globalised world?
A. Sociology maintains its importance, as sociological research helps in understanding the changes taking place in a globalised world. This holds true in defining what society is today, what remains of the nation-state identity and what contribution does the global exchange of information and communication provide to define new cultural identities.

Q. How would you define the strengths and weaknesses of collective bargaining in Europe?
A. Collective bargaining at the national level has a role of defining minimum standards in a number of European member states. However, if we look at EU 27, the role of collective bargaining in regulating wages and working conditions varies to a great extent.

Q. Do you see European integration and IR together in a globally competitive environment?
A. The aim of European integration, where single market and a single currency could be accompanied by a progressive harmonisation of social rights, is nowadays progressively weakening. In the ideal social Europe, IR played a key role as social partners were regarded the main representatives of economic and social interests. At global level, rising number of transnational agreements bear witness to unions’ initiatives towards strategies of internationalisation, but changes in social partners’ strategies take time. Click here to read full interview....

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Saturday, July 20, 2013

The right perspective

In a fast-growing corporate arena, it is essential that HR professionals adapt themselves to the changing demands of management, break away from traditional strategies and experiment with innovative methods and practices, to lay down the foundation of a productive workplace, said experts at the Annual HR Conclave organised by IIPM on August 11, 2012 at Hyderabad.

The conclave aimed at presenting the views of some of the eminent experts on ‘Competencies of a Successful HR Professional in Today’s Changing Scenario’. The conclave also saw a good participation of representatives from HSBC, Yes Bank, Rofus, Perfect Relations, Diebold, Google, The Golkonda Hotel, ManpowerGroup, Deloitte, GMR, Winzest, CBay, Netzworke, Shore Infotech and Dupont, to name some.

Mr. Debasis Chatterji, CEO, Netxcell Ltd, said that development of competencies for various functions of HR helps the management of an organisation with strategy execution. He also focused on business operations and how to be a good business partner, locally and globally.

Mr. Venkatesh Palabatla, chief HRO, GMR Group, emphasised on how to develop competencies to reduce cost of operations without losing talent. Ms. Rajita Singh, head HR, Broadridge Financial Solutions, focused mainly on how HR professionals should attain, retain and motivate employees. She also threw light on some new and innovative ideas that many organisations are incorporating today to motivate their employees.

IIPM faculty member and head, Strategic Management Group, Prof. Rajat Shukal elaborated on the trend of outsourcing measure. He said that global trends indicated a growth of 37 per cent per annum in this sector. Prof. Shukal also shared demographic analysis of future manpower. Click here to read more...

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Thursday, February 28, 2013

Educational institutions should shift focus from a marks-oriented system to THE one that fosters social responsibility and awareness, SAYS N.C. Wadhwa (Vice- Chancellor, Manav Rachna International University)

How can we then impart good education to students at the highest levels to ensure it is worthwhile and goal-oriented? Institutional excellence can only occur in a student-centric environment. Moreover, no borrowed system can make students self-assured and confident. For the latter, it is necessary that the structures and systems are firmly anchored in our rich cultural heritage. This has to be the foundation of all educational institutions that endeavour to produce self-assured and socially conscious students. In imparting education, a student-centric university should not just focus on disseminating knowledge and mere ‘knowing’ of analytical knowledge. Rather, the focus should be on ‘doing’ or development of skills and ‘being’ or a sense of purpose and identity.

Towards this end, the pedagogy that institutions follow – particularly for management students – should be based upon the belief in multiple intelligence and through the use of diverse teaching methodologies. Both teachers and students should be co-learners. Here, teachers should facilitate learning rather than teach according to the ‘banking concept’ where one is the receiver and the other is the giver. Students should be taught through experiential methods such as live field projects, workshops, action research, simulations, prototyping, role-playing scenarios, socio-drama/psycho-drama, drama, dance, meditation, case studies, seminars, industry interface and guest lectures, mentoring, and suchlike.

Students can maintain a daily diary in every semester, documenting their experiences and lessons learnt. Finally, there is the unique Four–tier mentoring programme; here students can be mentored by the industry, peers, faculty and alumni, which makes students’ rite of passage from the university into the corporate world smoother. Click here to read more...

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Monday, February 04, 2013

Dr. Augustine F. Pinto (Founder Chairman, Ryan International Group of Institutions) emphasises on quality education as the pillar for a country like India to progress and prosper, providing skilled labour to business

Q. Of late, we have experienced instances like a student killing his teacher, teachers inflicting corporal punishment on students. How do you see the changed teacher-student relationship? Can BEd, MEd and other teacher-training programmes make a difference?
A. It is certainly not acceptable if schools are still practising corporal punishment; they immediately need to change that. It is true that the role of a teacher has radically changed over the years but that does not mean teachers and schools should indulge in corporal punishment. Simultaneously, instances of students killing or attacking their teachers require a thorough observation about the students’ emotional quotient and other related factors before jumping to any conclusion.

The primary aim of education is to lead students to ‘self-actualisation’ and should be concerned with the overall development of children – physical, intellectual, emotional and spiritual. It is a transformative learning process where a teacher becomes a friend, a mentor, a facilitator, or an experienced travelling companion who persuades students to develop their own learning styles through appropriate integration of technology as required and hands-on learning and helps them become responsible and balanced citizens. Introducing teachers to this reality during their teacher-training programme will definitely create an atmosphere that will foster positive relationship between teachers and students for better teaching and learning experience.

Q. As an institution, what is Ryan International doing to motivate its teachers? How do you assess its impact?
A. The Ryan way is defined as KASSM – knowledge, attitude, skills, social and morals. Values with sound knowledge and the wisdom to use it constructively is what provides the differential factor to our students at Ryan.

Our teachers are regularly sent for various workshops, training programmes and in-house seminars to become proficient in discharging their responsibilities.

Regular guidelines from the management team also keep teachers aware of their significant role in the process of education. Success stories of our students and overwhelming support from parents and the stakeholder vividly speak about their positive impact on the entire process. Click here to read full interview...

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Monday, January 14, 2013

The Right to Education Act to impart free and compulsory education to children aged between 6 and 14 is just the first step.

The U.S. and India face some common concerns too. There is no education ministry in either of the nations and both have a decentralised system of education. This results in a sluggish pace of positive changes and implementation of schemes. However, neighbour Sri Lanka structured teacher appraisal system in its reforms in the 1990s.

There is no denying that great teachers create great value. According to a study by economists at Harvard and Columbia Universities, a good IV grade teacher makes a student 1.25 per cent more likely to go to college, and 1.25 percent less likely to be a teenager mother. As an adult, each student will earn on an average USD 25,000 more over a lifetime. On the contrary, a really poor teacher can have an impact that can be equated with a child missing 40 per cent of the school year. The study, which involved a database of one million students, also shows that parents should pay a bad teacher to retire to avoid the long-term damage to students.

Performance-linked incentive system has been a discussion issue in India too. So, should teachers be incentivised on the basis of their performance? Is it correct to hold teachers accountable for their students’ performance? And most importantly, do we have a flawless system to measure it? A random evaluation of an incentive programme implemented across government-run primary schools in rural Andhra Pradesh, which provided bonus to teachers based on average improvement of their students’ test scores in independently administered learning assessments (with a mean bonus of 3 per cent of annual pay), showed that after two years students in incentive schools performed better than those in schools with no such incentives by 0.28 and 0.16 standard deviations in math and language tests, respectively. It was found that there was an actual increase in learning outcomes and such schools also performed better in subjects for which there were no incentives. However, till date, the empirical data in India is limited and mixed. Click here to read more...

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Wednesday, January 09, 2013

Life on the go

Sumant Bhargava, Managing Director, Stargaze Entertainment pvt. ltd.

Passion, to me, is… contagious!
Processes and systems are important because… it is critical to exponential growth.
I am most influenced by… people who effect change in this world.
People are my most important assets because… they determine the character of the organisation.
My inspiration in life has been… to create success for the people I work with.
Employee attrition can be handled by… while a little attrition is healthy, passion keeps them engaged.
The secret for a business’s quantum leap is… the success of managing the three key resources – time, money and people.
Leadership, to me, is… getting all people behind you during trying times.
The legacy I would like to leave behind is that of... I do not believe in legacies.
My most cherished possession is… my daughters.
My favourite pastime is… researching about places to see in the world.
My dream ride is… trip to Ladakh on a Harley Davidson!
On my bookshelf these days, you’ll find… Filmfare and Sportstar.
My greatest extravagance in life is… travelling.
My idea of a perfect life is… life can’t be perfect, but I would like to spend a lot of time with my family.
One teacher I can never forget… English teacher when I was in class ninth.
The most valuable work lesson that I have learnt is… do not procrastinate.
The most important quality that youngsters must imbibe is… there is no shortcut to hard work. Read More...

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Monday, December 03, 2012

A human asset management tale

Human Resource Management has been a great success at Tata Consultancy Services, Asia’s largest provider of information technology. The management has always believed that “HR is the greatest asset that any organisation possesses and it must ensure that this potential is harnessed to the maximum to contribute positively towards the growth of the organisation.”

TCS is a part of India’s largest and oldest conglomerates, the TATA Group. It has evolved various HR models and methodologies which have enabled it to be successful and carry forward the legacy of its founders. TCS employees are recognised as intellectual fuel and are provided with various benefits which are designed to retain them.

S. Ramodaorai, who remained its CEO from September 1996 to October 2009, played an integral role in the international development of TCS. He took over when TCS earned USD 400 million and had 6,000 employees. His efforts have helped make TCS one of the world’s largest global software and service companies with more than 1,43,000 consultants working in 42 countries, operating out of over 151 offices worldwide, and with revenue over USD 60 billion.

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Monday, November 26, 2012

Shalini Kamath (managing Director, HR & Communications, Ambit Holdings Pvt. Ltd.) says a collaboration between business and HR can expose many untapped solutions which could be more appropriate for the business

Q. Can HR do the damage control? Does it hold the power to mitigate a negative?
A.
With most turnaround cases it is observed that the trust on the business is either not established or has deteriorated due to certain misgivings in the past. HR has the ‘connect’ with employees and can act as the trustworthy intermediary that can assist the turnaround.

Effective communication by the business and HR collectively works the best towards damage control or mitigating a negative. An open and transparent communication helps the employees to understand what critical juncture the organisation is currently in; what are the benefits of a turnaround; and what are the people concerns that can be resolved and the ones that cannot.

Q. What major challenges are associated with a turnaround in the service sector?
A.
The major challenge is to influence the people who come with their own set of thinking, behaviour, and cultural and economic influencers. Changing the mindset of intellectual workers is quite difficult, since a lot of reasoning and logic are required so that they do not resist the turnaround. Making those workers accept change also requires a lot of patience and it takes time. Expecting a turnaround to happen in a short span is fallacious.

Q. What is the new thinking during recruitment and talent retention during a turnaround?
A
. If the talent pool believes what is being practised by the company is going to be beneficial for all and will result in success then there would not be too many people who would like to leave, and retention may not be a major issue. However, if the initial stages are not handled well, the threat of attrition could loom large.

Either organisations should recruit the key people required for the turnaround before they commence the process or they should hold recruitment of critical staff unless it is extremely necessary. Read more..

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Thursday, November 22, 2012

The people custodian

Q. Your partnership with Great Place to Work ® Institute identified ‘India’s Best Companies for Rewards and Recognition 2012.’ What makes an office a great place to work?
A. It happens when most of the following are taken care of:
An organisation should encourage L&D opportunities which also helps employees achieve individual aspirations and eventually build an emotional connect with the firm.
Companies must deliver an experience to employees, be it providing with the right infrastructure that helps them perceive the workplace as a home away from home.
With top management focusing on accessibility and accountability, an organisation should foster culture of an employee-friendly organisation.
Strong appreciation culture with market aligned compensation structure is essential for a great place to work.

Q. How can the CEO-HR partnership achieve this vision?
A. A CEO is also the people custodian and sets along with the leadership and HR chief the HR vision and priorities of the firm. He then ensures execution happens in complete alignment. The CEO is also the visionary of the organisation so once the vision is defined, all people practices should be aligned to it and larger goals of the organisation. Read more...


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Thursday, November 01, 2012

WILLIAM GREENHALGH CEO, HUMAN RESOURCES PROFESSIONALS ASSOCIATION

William (Bill) Greenhalgh has a strong background in nuclear engineering, petroleum, telecommunications, publishing, entertainment, and security industries. He has served as president, the Globe and Mail; president, Cinram International; COO, Shred-it International, and handled various roles at Nortel. Greenhalgh has been instrumental in crafting fundamental visionary changes in HRPA’s strategic direction.

Q. What are the key issues you want the HR to understand?
A. Any senior HR executive needs to be a business person first and an HR leader second. He should have a comprehensive understanding of the business: the nature of the business; its challenges and opportunities; who the customers are and their challenges; and who the competitors are.

HR executives also require an understanding of challenges and business needs of supervisors and front-line managers on a first-hand basis. They need to forecast critical social, legislative and people trends; leading the organisation in implementing programmes that have front-line buy-in. They need to be the CEO’s trusted advisor and be a coach to the executive team.

Q. As a CEO, what do you expect from HR in terms of understanding the business?
A. HR executives bring the people dimension to the organisation’s strategy. Creating a strategy is important and executing it is vital; how well that is done depends on having the right people, culture, training and compensation. Those programmes are part of HR’s role, so it has to be a part of the creation of the strategy and plans to implement it. For this, HR needs to understand how the business works, the market, and the challenges and competition it faces.

CEOs also feel that HR executives – more than any other senior executive – should have the capability to build trust, communicate and collaborate with others with exceptional levels of diplomacy and discretion. These attributes must co-exist, however, with a deep understanding of the business – a strong grasp of the business’ operations and financial realities – and its algorithms and P&L. Click here to read full interview...

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Thursday, October 25, 2012

Anisha Singh (Founder and CEO, mydala.com) reveals to Schweta Chaturvedi how self-belief Diminishes The Line between Dream and Reality

Continued....Mrs. Singh, who is also associated with Indus Women Entrepreneurs– a platform for South-Asian women leaders in the US– discovered her potential when she was in the US. “During internship with the Olympus Group, I was completely in awe of the lady who used to run it. This made me realise that everybody should have a role model to look up to,” says Mrs. Singh and affirms that women can do a lot if they challenge themselves and set their heart and mind to it.

Sharing the initial challenges, Mrs. Singh says that the first two years were difficult because there was a need to educate merchants and users about the concept and benefits of group buying. “The merchants would say ‘go to hell’ if we went to them asking for a 90 per cent discount.” It was after a lot of perseverance that the idea finally clicked and the proposal started taking some shape. Mydala’s mantra is: The customer is King! Or Queen! And Mydala treats its customers the way they like to be treated, she shares.

Starting with a small team of four, the Mydala.com now has close to 50 people spread across India. Ask her how she goes about hiring the right people and she replies, “We have been fortunate enough to have good advisors. Good talent might come by harder, so you have to be patient.” Mrs. Singh also makes it a point to hire young people who are passionate about giving hundred per cent to their job. click here to read more....

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Wednesday, October 10, 2012

Dr. Gitika Dutta (Faculty Member, IIPM Hyderabad) is of the view that a carrot-and-stick policy need not always be resorted to, for building employee loyalty

Managers can, and often do, provide a range of incentivising and disincentivising KITA – bonuses, rewards, rules, work conditions, status – hygiene factors. These will have an effect, but will it be desired and long-term? A resounding ‘no’! Alfred Kohn sums it up neatly: “Do incentives work? The answer depends on what we mean by ‘work’. Rewards, like punishments, are extremely effective at producing one thing, and only one thing: temporary compliance. But carrot and sticks are strikingly ineffective at producing lasting change in attitudes or even behaviours. They do not create an enduring commitment to any value or action; they merely, and temporarily, change what we do.”

Some two dozen studies from social psychology have shown that people who expect to receive a reward for completing a task (or doing it successfully) do not perform as well as those who do not. This has been found with all sorts of rewards, people, and tasks (with the most destructive effect when the task involves creativity). This means that desired changes cannot be achieved by dangling goodies. Organisations need to learn that incentives only work for short-term movement; if you want motivation, do not start here. Can an organisation train its employees to be motivated? No! Motivation comes from within an individual. We do things, or do them well because the outcome is appealing to us. Read More..

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Thursday, February 16, 2012

Benz trick

In an extraordinary spectacle, 15 G55s embarking on a 16,800 kilometer trip spanning 38 days across continents of Europe and Asia through Germany, Russia and Nepal, drew to a culmination finally in Kolkata, India. Driving and journeying with these ultimate off-roading machines, were a group of 18-80 year old automobile enthusiasts who travelled across terrains and landscapes which inspired awe. This unique caravan, part of the global ‘Mercedes-Benz Driving Events’ campaign, witnessed 15 G-Wagon’s experiencing the pinnacle in off roading, by setting out on an expedition from Germany, Poland, Lithuania, Estonia, across the Ural Mountains in Russia, Kazakhstan, the Gobi Desert in China, Tibet all the way up to the Mount Everest Base camp, finally concluding the grand drive in India. After riding across such landscapes and hostile terrains, G-Wagon has reinforced its supremacy as the finest SUV when it comes to automobile engineering. The participants were incredibly thrilled to have been a part of this magnificent journey. The G-Wagon consistently amazed them with its unbridled performance at every stage of their odyssey. Undoubtedly, this has been one of the most adventurous marketing techniques ever tried. Bravo!

For more articles, Click on IIPM Article

Source : IIPM Editorial, 2011.

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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Wednesday, January 25, 2012

Who says a kid can’t go around buying home loans?

Set aside the percentages and mature looking wisemen –TATA capital uses a girl child to put across its message strongly, all in a matter of 45 seconds

Home is a name, a word, it is a strong one; stronger than magician ever spoke, or spirit ever answered to, in the strongest conjuration. – Charles Dickens

The image of a home attracts everyone – from a first grade-identity-badge-dangling-fresh-kid-in-school (who smiles when he can pencil down his first crooked shaped-chimney-flaunting structure) to a professional (who is busy calculating the EMIs). Spoken in a more mature tone – purchasing a home is one of the biggest dreams come true in a mortal’s life. Not to say, those belonging to the middle class don’t live such moments. They do. All thanks to the plethora of home loan options that are thrown around in the market, uniquely packaged in the names of various corporate brands. There is a difference though. That of trust – home purchases are high involvement tasks and if a brand like Tata Capital Housing Finance Limited (TCHFL), walks up to you with an offer, you definitely will consider giving it a good look. Forget the brand equity. Jump straight to its campaign – TCHFL has done a handsome job with its campaign of three TVCs that announce its home loans offerings with a new tagline – “Karein wahi jo aapkey liyey sahi.”

Explaining the tagline, Govind Sankarnarayanan, Director – TCHFL, tells 4Ps B&M that, “The purchase of a home is one of the biggest decisions taken by any individual and Tata Capital assist the buyer in taking the right financing decision. Each home loan customer has specific requirements, and we at TCHFL offer customised home loan solutions that are flexible and tailored to the individual needs of our customers.”

“Customised” is a soothing term, especially when you talk about the ever-rising interest rates. This third in the TVC series, is a simple film told in a refreshing manner, staying true to the brand’s visual imagery of the world of kids. The ad has moved away from the oft-used portrayal of couples, to something more real and relevant. Rented accommodations never allow the freedom of a home you own, and this 45-seconder brings this to the fore. It shows a little girl, who loves to sing. She is shown trying to do so in various places – in school, at the zoo et al. But those around her cut her short each time. In the end, she is shown in her home, where she realises that she can sing, uninterrupted by anyone. The voice over at the end announces, “Khul key jiyo, apney ghar mein.” In short, through this ad, TCHFL explains how one can move closer to the joy of owning a home just by asking for one of its customised home loans.

Launched on November 8, 2011, this TVC (like the previous two ads in the campaign) was conceptualised by Leo Burnett and produced by Chrome Pictures. Elaborating on the creative brief, K. V. Sridhar, NCD, Leo Burnett, explains to 4Ps B&M, “The idea is based on the fact that people have the freedom to do what they want only in their own homes. And TCHFL empowers people to experience the joy of such a freedom with home loans. Based on this, we came up with a simple yet endearing film told in a refreshing manner through the world of kids. Kids have an innocence that makes the message more engaging and creates empathy among the audience.”

For more articles, Click on IIPM Article

Source : IIPM Editorial, 2011.

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

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Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management
IIPM RANKED NO.1 in MAIL TODAY B-SCHOOL RANKINGS
Planman Technologies

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